Draft 6 board meeting q.1 2011

AUM
Performance and Strategy
Board Meeting Q1 2011

Agenda
• SWOT analysis.
• Vehicles market overview.
• Performance analysis
– Market Share.
– Sales performance.
– Marketing activities and plans
– Financial results.
• AUM strategy
– “Lead by innovation” .
– Strategy implementation.
• Recommendations.

SWOT Analysis
• Strengths
– Competitive B2B business approach.
– Long experience in commercial vehicles.
– Strong image (Alissa, Isuzu).
– Experience in turbulence management.
– Strong relations with suppliers.
– Transparent business processes and procedures.
– AUM values and principles.
– Sister companies’ support.

SWOT Analysis
• Weaknesses
– Territory restrictions.
– Employees’ skills do not match AUM ambitions.
– Narrow product range
– HR & Admin (lack of recruitment process, non
comprehensive training, admin bureaucracy, out-dated
policy, rules and procedures, Visas, company’s computer
code)
– IT (insufficient support, lack of transparency, users
dissatisfaction, negative attitude, slow technology
updating)
– Legal (insufficient support and negative attitude)

SWOT Analysis
• Weaknesses
– Finance ( AUM Bank account, Credit policy,
performance review)
– PDI performance.
– Logistic ( low response)
– Facility ( attendance and exaggerated costs)

SWOT Analysis
Opportunities
– Kingdom high population growth rate.
– The current high oil prices has boosted growth in the non-
oil sector.
– Saudi Arabia is the largest importer of vehicles and
automotive parts in the Middle East.
– Market recovery
– Huge KSA development budget.
– Incremental government expenditure.

SWOT Analysis
• Opportunities
– Establishing New HQ.
– Product Development.
– Alissa companies synergy.
– New assembly line for ISUZU trucks in KSA.
– Acquiring new franchises.

SWOT Analysis
• Threats
– Supply cut-off (Japan earthquake and Tsunami
consequences)
– Continuous increase of vehicles cost.
– Chinese and Korean invasion “price war”
– Competitors’ MS growth “Toyota”
– Hesitation of banks in financing businesses.
– Middle East Political situation.

Japanese Brands MS
Feb. 11 YTD
Isuzu Toyota Nissan MMC Mazda Honda Suzuki Daihatsu
8.3%
64.1%
15.5%
2.8%
2.0% 3.2%
1.3% 1.6%
6.9%
71.8%
11.2%
1.8%
1.7% 2.6% 0.6%
2.2%
2010 contribution% Feb 11 YTD Contribution %

Categories' Segments MS
March 11 YTD
21%
7%
5%
23%
44%
Pickup Trucks Van/Bus SUV P-cars

Automotive business outlook in
KSA
KSA Automotive Forecast
BMI- Report 2010

KSA
Commercial Vehicle
sales 181,456
Total sales
857,242
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
2008 2009 2010e 2011f 2012f 2013f 2014f 2015f
AxisTitle

After-Sales Business
The sever competition between rival carmakers and dealers,
reinforced the attention paid to after sales services, which had
not always kept pace with the increasingly sophisticated
market. After-sales is seen as a key area in which dealers can
boost their value-added offerings.
KSA

AUM Performance Analysis
YTD 2011

Dealer MS March 11 YTD
50%
7%
3%
15%
25%
BBC BTTC Yemco-East Yemco-Central Alissa

ISUZU Dealers MS Contribution
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
2007 2008 2009 2010 2011 YTD
ALISSA
AL-YEMNI
BAKASHAB

Central Area Dealers MS
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
2007 2008 2009 2010 2011 YTD
ALISSA
AL-YEMNI

Dealer MS March 11
Central Region
72%
28%
ALISSA AL-YEMNI

Dealer MS March 11 YTD
Central Region
38%
62%
Yemco Alissa

D-Max (Pick-Up) class MS
March 11 YTD
20%
66%
8%
4% 2%
Isuzu Toyota Nissan MMC Mazda

D-Max (Pick-Up) KSA MS over
07, 08, 09, 10 and 2011 YTD
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
2007 2008 2009 2010 2011
YTD
Isuzu
Toyota
Nissan
MMC
Mazda

D-Max Dealers MS March 11 YTD
53%
7%
15%
25%
BBC BTTC Yemco Alissa

D-Max MS March 11 YTD
Central Region
39%
61%
Yemco Alissa

N-series (LDT) class MS
March 11 YTD
74%
12%
2%
12%
Isuzu Fuso Hino Toyota

N-Series (Japanese LDT) KSA MS
over 07, 08, 09, 10 and 2011 YTD
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
2007 2008 2009 2010 2011
YTD
Isuzu
Fuso
HIno
Toyota

N-Series dealers MS
March 11 YTD
18%
26%
45%
11%
Yemco Alissa BBC BTTC

N-Series MS March 11 YTD
Central Region
36%
64%
Yemco-Central Alissa

F-series (Japanese MDT) class MS
March 11 YTD
45%
18%
27%
10%
Isuzu F-series Fuso Dutro UD

F (UP) Series KSA MS over
07, 08, 09, 10 and 2011 YTD
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
2007 2008 2009 2010 2011
YTD
Isuzu
Fuso
Hino
UD

F-Series KSA MS March 11 YTD
8%
20%
72%
Yemco Alissa BBC

F-Series KSA MS March 11 YTD
Central Area
24%
76%
Yemco-Central Alissa

AUM Sales Performance
YTD 2011
0
200
400
600
800
1000
1200
1400
1600
1800
2000
JAN FEB MAR Total
Sales
Target
67%
88%
131%65%

JAN FEB MAR TOTAL
300
251
374
925
365 367 366
1098
Sales
Target
84%
D-Max Sales Performance
YTD 2011

N-Series Sales Performance
YTD 2011
JAN FEB MAR TOTAL
113
140
451
704
237 234 240
711
Sales
Target
99%

F-series Sales Performance
YTD 2011
JAN FEB MAR TOTAL
16
18
16
50
24
22
24
70
Sales
Target
71%

Monthly achievement
2011 vs. 2010
67% 65%
131%
91% 92% 101%
0%
20%
40%
60%
80%
100%
120%
140%
JAN FEB MAR
2011
2010

AUM Sales Unites
First Quarter 2011 vs. 2010
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Jan Feb Mar Total Q1
2010
2011
-2.7%

2011 Marketing Strategy
Modifications
• Focus on AUM branding.
• Control expenses.
• Customer retention.
• Maintain customer loyalty.
• More focus on after sales department.
• Maximize ROI.
• Integrate all marketing communication tools.

Marketing Activities
• 0% interest leasing campaign with AlYusr
• Campaign objectives
– Offer maximum support to sales department and generating new hot
leads.
– Focus more on after sales department through generating hot leads and
announcing for long term relationship.
– Target virgin segment of small companies with more customized leasing
program.
– Synergize different marketing approaches to maximize ROI.
– Link AUM with Isuzu as an authorized dealer.
– Keep AUM on top of prospects mind for future business.
– Build AUM goodwill
– Use innovation and modern approaches to maximize marketing
efficiency.

• Integrating direct marketing with other used
marketing communication tools which are exhibition
in malls and advertising in newspaper and others in
addition to utilizing for the first time online - offline
integration in our activities. PR parallel campaign in
Newspaper.
2011 Marketing Activities

• 0% interest leasing campaign with AlYusr (Advertising)
– Targeting fleet and retail customers
– 9 Insertions in Riyadh, Aljazeera and Al Iqtsadeia newspapers.
– In cooperation with AlYusr Company.
– 0% Interest. -50 % cash. - 50% installments over 2 years.

(Direct Marketing)
– High level of promoters visited 1500 medium and
small companies. Promoters distributed our branded
bags containing D-Max catalogue, simple gift and
flyer with different message according to customer
targeted segments;
– Targeting SMEs .

1000flyerdistributed
ToIndustrialCity1&2

Marketing Activities 2011
• PR parallel Campaign in Newspaper

2011 Marketing activities
Brand Reminders
• Hijri Calendar • Diary

2011 Marketing activities
• Year
wall
calendar

• Wall clock for Fleet
customers

Trucks Sales & Service Campaign for
fleet and retail customers:
– Free oil and filter from Alissa for 50,000
Km from our workshop.
– Targeting Fleet and Retail.
– For all N-Series Models.
– 6 insertions in Riyadh, Al- Jazeera and Al-
Iqtsadeia newspapers.

2011 Marketing
Activities
• Trucks advertising campaign
• N-Series
• 6 insertions in Al-Riyadh
Newspaper, Aljazeera
Newspaper and Al-
Iqutisadyah newspaper.
• 50,000 Km free oil and
filter

• Leasing & Service campaign for retail customers
– Free Oil from Alissa for 100,000 KM
– In Cooperation with Arabic National Bank with the following terms:
– 2.99% interest rate. - No down-payment. - No
Admin fees.
– Targeting retail sector.
– For all D-Max models during March.
– 4 Insertions in Riyadh and Aljazeera newspapers.

• Targeting Saudi
youth.
• Leasing & Service campaign retail customers

• Targeting
retail (Saudi
families).
• Leasing & Service campaign for retail customers

Service Marketing Activities
• AUMSC:
– Customer Fleet workshops’ technicians training in
Exit 18 Trucks workshop.

Service Marketing Activities
• AUMSC:
– Fleet workshops’ technicians training in Exit 18
Trucks workshop.

D-max Cafe-MUPI campaign for retail
customers:
• For all D-Max models February March
• 84 MUPIs in 19 cafe in Riyadh city
• In Cooperation with Arab National Bank with the
following terms:
– 2.99% interest rate. -No down-payment.
– No Admin fees.

"It may not always be profitable at first for businesses to be online, but it is
certainly going to be unprofitable not to be online."
Esther Dyson

Digital Marketing Activities
1. AUM website renovation.
2. Establish AUM presence in social media networks.
3. Email marketing campaigns.
4. Integrating online – offline activities.
5. Developing first online marketing campaign.

It is not about only creating a website, we are building our web
presence through the integration of the new version of the
website and the social media networking.
AUM has started its travel from a physical showroom and has
reached to its current destination of virtual showroom,
enabling a faster, professional and wider reach in much
economical way.
Building the new version of AUM website

Website Statistics YTD March 2011
• No. of generated requests: 124.
• No. of visits: 1172 visit.
• No. of page views: 8846 pages
• No. of pages per visit: 7.55 page
• Bounce rate: 8.53%
• Avg. Time on site: 05:31 min.

New version Vs. Old Version
The benefits of jQuery are:
• Increased SEO which means more traffic through search
engines.
• More browser compatibility
• Compatible with I-Phone, I-Pad and Smart phones (website
appears exactly as on computers).
• the pages are lightweight that means easier loading.
Confidential
New Version Old Version
Used Technology J-Query Flash
Browser Compatibility Compatible with all browsers
Without installing adobe flash
Compatible with all browsers
after installing flash
Compatibility with smart
phones (Accessibility)
Compatible with I-Phone, I-
Pad and Smart phones
Not Compatible with I-Phone,
I-Pad and smart phones
Usability Maximum 3 clicks to navigate
from anywhere to anywhere
within the website
Up-to 6 clicks to navigate
from a page to another page.
Page Loading Light Heavy
Layout User friendly – colorful Not attractive

Facebook Fan Page enables us to Interact with our Customers and Prospects
Q1 Post Views: 12,755
Q1 Photo Views: 409
Q1 Video Views: 163
External referral from Google: 874

You Tube Channels
AUM Videos Watched 10,331 Times Till Now And Counting

Flickr is an online system that provides an
affordable way to store and manage photos, as
well as share them with the world.
Our photo stream on Flickr:
http://www.flickr.com/isuzusaudi

Objectives of AUM Email marketing
Campaign (monthly newsletter)
• Expand customer database.
• Increase brand awareness, and communicate
special offers and promotions.
• Overcome obstacles for easy reaching target
consumers
• Target the specific segment of consumers
with the right message.
• Direct qualified traffic to AUM website for
further action.

2010 CRM results
0
100
200
300
400
500
600
700
800
Q2-2010
Q3-2010
Q4-2010

2011 Marketing activities plan
• AUMSC:
– Training decision makers by leading
training companies (Stake holder
Management by TTM) in May.
– Service training for fleet workshops’
technicians. (continuous all over the
year)
– Mini-Symposia for fleet customers to
highlight competitive advantages of
AUM and ISUZU in May.

• Participation in Janadryah Festival in April.
• Annual celebration for AUM customers in June.
• Launch new website in April.
• Online campaign in May and June.

• Saudi Build 2011

• Saudi Build 2011
• 22800 visitors in 4 days.

• Renovation Branding of AUM facilities:
• Malaz and new HQ.

• Launch Mobile car gallery
– Used in Isuzu at your place projects.
– Driving Ethics campaign

2011 Marketing and Service
activities plan
• Launch Mobile workshop
– Used to provide service for fleet customers at their
locations.

Gross Profit
14,864
13,904
10,636
Actual YTD 2011
Budget YTD 2011
Actual YTD March 2010
Gross profit performance
10.5 % 8.3 %8.7 %

Operating Expenses
3,868
4,811
3,241
Actual YTD 2011
Budget YTD 2011
Operating Expenses performance
2.5 %2.7 % 3 %

Net Profit
5,756
2,875
2,560
Actual YTD 2011
Budget YTD 2011
Net Profit Performance
2 %1.8 %4.1 %

AUM strategy
“Lead by innovation”

2011 marketing strategy outlines
• Maximizing ROI of Marketing Activities:
o Integrating online with offline marketing activities.
o Expanding our e-marketing activities (banner advertising - Google Adwords camp.)
o Approaching different vendors (new suppliers for promotional items)
o Monitoring gift distribution (providing valuable gifts to fleet customers via name list
request)
• Achieving Market share of 55% in central region at 2011 through:
o Isuzu at your place project.
o Corporate Social Responsibility program (Driving ethics awareness campaign)
o Increasing SOV and SON
o Diesel concept building activities.
o Focusing on CRM implementation

2011 marketing strategy outlines
• Maintain and increase our customers loyalty through:
o Driving Ethics campaign.
o AUMSC training waves for different levels.
o ISUZU branding activities.
o Promotional activities.
• Increase accessibility through:
o New sales office.
o Expand Target Audience via online channels.
o Isuzu at your place project

2011 Sales strategy outlines
• Increase total sales by 7%:
o Open new sales office in IC2 ( industrial city 2).
o Developing the governmental sales ( by using the Demo D-max )
o Increasing the heavy duty truck sales, and disposal of 2009 stock
• Keep minimum 8% GP through:
o Give priority to margin over volume sales.
o Improving retail sales share from total sales.
• Developing Daily and weekly Sales Reports .
o Daily monitoring using sales reports from S. force to S. supervisors, &
Weekly from S. Supervisors to S. Manager.

2011 Sales strategy outlines
• Strictly monitor operating cost at budgeted level through:
o Manage inventory levels between 2.2 to 3 months sales.
o Review and approve cost allocations.

2011 after sales strategy outlines
• Reduce back jobs from 2% to 1.5%.
o Train technicians to diagnose and fix the vehicle right first time
o Improve quality control process.
• Increase labor sales amount from SR- 3.39m to 4.14m by 2013.
o Initiate routine and maintenance packages with customer at the point of vehicle sale.
• Increase service and parts sales.
o Mobile workshop.
• Maximize vehicles retention from 350 V /M to 450 V/M
o Communicating warranty coverage and importance of periodic maintenance
with our customers at sales point and during first maintenance.

Handling Challenges
• Product development.
• People development.
• Marketing strategy modification.
• After sales development.

Product Development
Modifying D-Max for small
shipment of water companies.

Basic Calculation for weight
GVW : 2,750 kg ---(1)
Kerb weight : 1,425 kg ---(2) (Figure on catalog)
Passenger weight : 250 kg ---(3) (3 passengers with 80kg/man)
Rear Body weight (tentative) : 200 kg ---(4) (Just tentative weight)
Fuel weight : 70 kg ---(5) (Full refueled)
Net Payload for Bottles : 805 kg = (1)–(2)–(3)–(4)–(5)
Weight of one water bottle is less than 20kg (18.9 L + plastic case), so
Maximum loading quantity will be 40 bottles.
Body 200kg
Bottles 805 kg

20 bottles in one floor.
2 floors  40 bottles.
2,400 mm
1,720 mm
Apx 900mm
300 mm
500 mm
Bird View
Side View
Frame Body for Water Bottles

Frame Body for Water Bottles
(on D-MAX)

Bird View
[Option 1] [Option 2]
Option 1 can accommodate more bottles, but it will be over-loaded (2 floors  50 bottles)
Option 2 seems to be suitable, in terms of the number of bottles (2 floors  40 bottles)
(REF) Study for Water Bottle Layout

Al Manhal Water Factory (Mar.30th)
Hiace in Al Manhal Water Factory. All models are with DSL engine / MT, without ABS/Airbags.
They have 200 units in Riyadh (400 u’ in KSA total), but there are some stand-by vehicles.
Body is well branded for Al Manhal (or Nestle) product. They have role of running ads also.
Bottles are located on the floor, but it can carry 50 bottles in one floor. If 2 layers, it will be 100
Bottles maximum. However their payload is only around 1t, it will be much over-loaded.
They increase rear leaf spring by themselves.
Stand-by vehicles
Nestle brandingAl Manhal branding
Increased leaf spring
Half floor  25 bottles

[Loading Layout for Hiace (inside the van)]
2,930 mm
1,545 mm
Tire House
Tire House
Around 45 bottles
on one-floor
Al Manhal Water Factory

[Loading Layout for Hiace (inside the van)]
2,930 mm
1,545 mm
Tire House
Tire House
1st layer : 45 bottles
2nd layer : 40 bottles
Total : 85 bottles
 1,700 kg loaded !
: 2ne layer (on top of 1st layer)

Consideration :
1. The fact is that Al Manhal is satisfied with Hiace is true, and Hiace itself is actually
good and well designed vehicle. However, we have a chance to penetrate.
2. Our advantages are :
(1) Stability during driving  With bottle fixed cage-body.
(2) Price  Depending on the cost of body.
(3) Safety  D-MAX is bonnet type, while Hiace is cab-over. And D-MAX has
option of ABS/Airbag also.
(4) Special designed body  It can be specialized. For example, we can provide
body type which can carry bottles and machines together with.
(5) Work efficiency  Easy to load-unload body (side opened shutters)
(6) Fuel Economy  Fuel tank of D-MAX is 76L, while Hiace has 70L only.
etc…
We can find more, if we compare the specs in details.
3. Our disadvantages are :
(1) Loading capacity  But Hiace’s case is just over-loading. It will cause non-safe
situation. And I wonder if they really need 70-80 bottles in one-time.
Next step will be a discussion with Body Maker who can make this kind of special body.

People development
• English Language courses.
• Personal development (Time management and
self management training)
• Marketing meeting.
• Problem solving training.
• Leadership training.
• Communication skills.

Q : What is our objectives for after sales operation improvement ?
A : To make profit by after sales (Service and Parts operation)
Q : How to make profit ?
A1 : To sell more (increase revenue)
A2 : To minimize cost (decrease expense)
Generally …
A1 (1) Increase in-coming vehicles
To invite customers to workshop
(2) Increase unit-price/case
To sell more profitable services
A2 (1) Realize efficient operation
To finish service in short time
(2) Decrease unnecessary portion
To be smart operation
In case of After sales …
1st STEP for this Project
Objectives and Method

We started this operation from JAN.2011 with monitoring and reviewing in-coming
vehicles to Malaz and E18 workshop.
The result was (average unit / day) :
JAN FEB MAR Target
Malaz 12.5 9.6 11.1 20.0
E18 5.9 5.5 8.0 10.0
(1) E18 seems to have some improvement, however, Malaz seems to be far away
from the target.
(2) That means, currently activity to invite the customers to workshop is not yet
enough.
What kind of activities can we take ?
(3) And also we will have to specify the customers who can come to workshop.
Who will come ?
Current Status

Customers will be divided into the following segments.
End User ?
Own
Workshop ?
Maintenanc
e
@ AUM ?
Repair
@ AUM
Contact
Method
D-MAX
Sales Ratio
Truck
Sales Ratio
Retail YES NO YES YES
Call/SM
S
10-20% Limited
SME YES NO YES YES
Call/SM
S
20-40% 30-40%
Big Fleet YES YES NO YES Visit 20-40% 30-40%
Souq * NO NO - - - 10-20% 0-10%
Bank /
Finance Co
*
NO NO - - - 20-30% 10-30%
* Souq and Bank / Finance Co will be finally treated as Retail, SME or Big Fleet,
with specifying enc-user.
We will have to take proper method by customer segments.
Customer Segment

They don’t have any workshop by themselves of course.
(1) How many vehicles are sold to this segment ? (JAN – MAR)
(2) How to reach these customers ?
* Phone number available ?  Should be YES
* Calling them already ?  Not yet for new customers.
(3) How to invite and how to get his information by calling ?
Providing the followings,
(a) Special offer for 1st service with 150 SR.
*Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)
(b) Special gift for coming to workshop
*Utilizing give-away items.
(4) Receptionist (Caller) will call the customers and invite them, and also
record the summary of phone-conversation.
(a) If YES for coming, book the appointment
(b) If NO for coming, what is the reason.
(c) If NO with some comments, try to convince him.
For Retail Customers

They don’t have any workshop by themselves also.
* Phone number available ?  Should be YES, but might not be PIC.
* Calling them already ?  Not yet for new customers.
(3) How to invite and how to get his information by calling ?
Providing the followings,
(a) Special free inspections
*Without any special offer, like 150SR.
(4) Receptionist (Caller) will call the customers and invite them, and also
record the summary of phone-conversation.
(a) If YES for coming, book the appointment
(b) If NO for coming, what is the reason.
(c) If NO with some comments, try to convince him.
(d) If NO, AUM will try to visit them with Mobile Workshop with appointment.
For SME Customers

They HAVE their own workshop, and doing maintenance by themselves.
Usually, they will NOT bring vehicles unless warranty issue (Sometimes, even in
warranty case, they will NOT bring)
and Who are they ?
* Phone number available ?  Should be YES, but might not be PIC.
* Contacting them already ?  Unfortunately NO.
(3) How to treat these customers ?
Communicating with “Face to Face” operation. Regularly, service/parts/sales
team should visit them to hear what is their requirement.
In visiting,
(a) To check the problem they are facing
(b) To check their requirement for replacement vehicles
(c) To try to sell parts from AUM
(d) To provide benefit, like training, inspection etc…
For Big Fleet Customers

Souq are not End-User. We will have to specify the end-user.
(2) How to specify end-user who purchased from Souq ?
Providing the followings (as same as Retail Sales Method),
(a) Special offer for 1st service with 150 SR.
*Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)
(b) Special gift for coming to workshop
*Utilizing give-away items.
(3) Then, to Update AUM CRM information with real end-user information.
For Souq Sales

They are not End-User. We will have to specify the end-user.
(2) How to specify end-user who purchased from Souq ?
(a) Tracking from System with real end-user name.
(b) When specified, going to each segment method.
For Bank and Finance Co Sales

Also We will have to educate our customers to lead GENUINE PARTS and
GENUINE
SERVICE, in order to invite them to AUM Workshop.
(1) Education materials
(2) Convincing talk
Caller will be experienced and trained to convince customers that AUM
service has
benefit for them, like safety, quality etc…
(a) Training session will be necessary
(b) Calling / Answering manual will be necessary.
Others : Education for customers

Method on this presentation will be just 1st step to increase in-coming vehicle to
AUM workshop as “1st customer” mainly.
Those customers who come to AUM workshop will be retained, and invited to
come again for 2nd/3rd… services. Retaining customer will make more profit for
all operation.
Customer Retention
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Vehicle Sales
to New Customer
Hunter Business
: Profit
Profit is small…
Due to competition
Service / PartsService / Parts
Agriculture Business
Bigger and
sustainable profit !!
Bigger and
sustainable profit !!
Vehicle Sales
to Existing Customer
Vehicle Sales
Vehicle Sales
Vehicle Sales
Vehicle Sales
Vehicle Sales
Bigger than new
customer !!!
Vehicle Sales
Vehicle Sales
Vehicle Sales
Vehicle Sales
Vehicle Sales
Vehicle Sales
Bigger than new
customer !!!
Finally : For Next Step

Recommendations
• Resolve current problems.
– HR, IT and Facility.
– Rebuild credit facility rules and procedures.
– More support from legal department.
– Restructure facility department.
– Developing logistic department.
• New facility establishment.
– Rent reconsideration.
– Ensuring new facility delivery by end of 2011 applying
all Isuzu motors and dealer requirements.

Recommendations
• Supply cut off management
– Increase vehicle price.
– Reduce sales target.
– Control expenses.
– Freeze hiring.
– Searching for new franchises.
– Designing contingency plan for lack of inventory
period.

Draft 6 board meeting q.1 2011

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Draft 6 board meeting q.1 2011

Notes de l'éditeur